Theoretical Frameworks
Literature Overview | Key Terms | References
Literature Overview
The proposed research seeks to answer how building love as a character strength might inform a participant’s leadership identity (interiority) and persona (exteriority), and strengthen their capacity and capability to lead more effectively (transformative impact)? Emerging theoretical frameworks within leadership, organizational studies and Positive Organizational Scholarship, and more specifically, positive leadership create a solid foundation for the proposed research. At the core, literature on character strengths as they relate to one’s leadership, professional well-being and ability to flourish within an organizational context. Also relevant are discussions about the criticality, efficacy and time relevancy of love as a character strength among leadership researchers, practitioners and lay thought leaders that challenge conventional business mindsets and practices. Lastly, recent research on mindfulness-based interventions (MBI), specifically mindfulness-based strengths practices (MBSP) as an effective methods for supporting character strength development and fostering positive organizational outcomes are key underpinnings that informed the Metta Leadership Embodiment research data collection design.
Key Terms
Broaden and Build – This is a theoretical construct that states positive emotions broaden a repertoire of action potentials in the present and build resources for the individual in the future (Frederickson B. , 2001) (Niemiec, 2017).
Character – Relatively persistent qualities of an individual which include both personal virtues and social virtues that facilitate to form and assess that individual’s real behavior (Weragoda & Opatha, 2016).
Character Strengths – The true essence of who a person is; the vital positive aspects of an individual’s personality that other people consider to be valuable and tend to admire, respect and cherish. In the VIA Classification, the 6 broader virtues are defined by a set of character strengths viewed as “routes” to the virtues. Character strengths are regarded as the backbone of the science of positive psychology (Niemiec & McGrath, 2019).
Horizontal Development – The adding of more knowledge, skills, and competencies. It is about what you know, which can be measured through 360-degree feedback ( (Petrie, 2014).
Leader – A person who guides, directs and influences a person, group or organization to achieve a goal.
Leadership – A process whereby an individual influence a group of individuals to achieve a common goal (Northouse, 2010, p. 3).
Leadership Development – Programmatic interventions and activities aimed at supporting the growth and development of leaders.
Leadership Identity – The qualities, traits and characteristics that define a person’s leadership (Komives, Owen, Longerbeam, Mainella, & Osteen, 2005).
Leadership Identity Development – The study of developing a leadership identity (Komives, Owen, Longerbeam, Mainella, & Osteen, 2005).
Leadership Style – A leader’s distinct approach to leading.
Love – Love as a character strength (versus an emotion or feeling) is the degree to which one values close relationships with people, and contribute to that closeness in a warm and genuine way (Peterson & Seligman, 2004); how a person approaches their closest and warmest relationships. As a signature strength, love is about connection and those relationships are at the core of how a person with this strength sees themselves as a person of worth (Niemiec & McGrath, 2019).
Mettā – (Pali; Sanskrit: Maitrī) term for loving kindness, friendliness, goodwill, benevolence, fellowship, and active interest in others (Buddharakkhita, 1995). Mitra is the root word of maitrī, which means friend (Nhat Hanh, 2007).
Mindfulness – Paying attention in a particular way: on purpose, in the present moment, and non-judgmentally; nurtures greater awareness, clarity and acceptance of present-moment reality; its power lies in its practice and its applications (Kabat-Zinn, 1994). A moment-to-moment awareness of one’s experience without judgment. In this sense, mindfulness is a state and not a trait. While it might be promoted by certain practices or activities, such as meditation, it is not equivalent or synonymous with them (APA.org, 2012).
Mindfulness-Based Intervention (MBI) – Collective experiences that foster greater awareness of present moment experience which have manifold benefits ranging from enhancing the quality and vividness of daily life experience to helping better manage life challenges (Creswell D. J., 2017)
Mindfulness-Based Strength Practice (MBSP) – A manualized approach that integrates character strengths and mindfulness practices to invite cultivation of core positive qualities and attention in participants (Niemiec & Lissing, 2016).
Positive Leadership – An approach to leadership that enables positively deviant performance, fosters an affirmative orientation in organizations, and engenders a focus on virtuousness and the best of the human condition (Cameron, 2012).
Positive Organizational Scholarship (POS) – the generative dynamics in organizations that lead to the development of human strength, foster resiliency in employees, enable healing and restoration, and cultivate extraordinary individual and organizational performance (Cameron & Spreitzer, The Oxford Handbook of Positive Organizational Scholarship, 2012, p. 1; Dutton, Glynn, & Spreitzer, 2005).
Positive Psychology (PP 1.0) – PP 1.0 refers to the first wave of positive psychology, the scientific study of the strengths that enable individuals and communities to thrive, introduced to the American Psychology Association by Seligman (1999). The field is founded on the belief that people want to lead meaningful and fulfilling lives, to cultivate what is best within themselves, and to enhance their experiences of love, work and play (Peterson & Seligman, 2004; Wong, 2011; Seligman M. E., The President's Address, 1999)
Organizational Development (OD) – A field of research, theory, and practice the focuses on broadening the collective knowledge of members of an organization with the goal of improving the organization’s overall effectiveness and bottom-line performance. (Beckhard, 1969).
Second Wave Positive Psychology (PP 2.0) – PP 2.0 is “characterized by a balanced, interactive, meaning-centered, and cross-cultural perspective.” More specifically, the four pillars of the good life (meaning, virtue, resilience, and well-being) are accompanied by three additional reinforcing conceptual frameworks: a more clearly articulated taxonomy, a balanced hypothetical construct of meaning- and happiness-orientation, and a dual-systems approach to actively integrating the reality and benefits of negative emotions and experiences (Wong, 2011).
Towing Principle – In character science, this is a hypothetical assertion that a person can use a signature strength to build a lower strength (Niemiec, 2017, p. 80).
Vertical Development – Advancement in a person’s thinking capability. The outcome of vertical stage development is the ability to think in more complex, systemic, strategic, and interdependent ways. One way to measure a person’s vertical development is through stage development interviews and surveys (Petrie, 2014).
VIA Classification of Character Strengths and Virtues – The model developed by Christopher Peterson and Martin Seligman that defines the 24 central character strengths in human beings (Peterson & Seligman, 2004; Niemiec & McGrath, 2019).
Virtues – Excellent traits of character. In the VIA Classification, virtues are the 6 broader characteristics valued by philosophers and theologians across time, cultures and beliefs: Wisdom, Courage, Humanity, Justice, Temperance and Transcendence. (Niemiec & McGrath, 2019).
VUCA – an acronym that stands for volatile, uncertain, complex and ambiguous commonly used in the military to describe general combat conditions and situations and in contemporary times have come to describe the general conditions of the world (Casey Jr., 2014).
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